 |
|
|
|
|
|
I manage a department of
seven employees of which three are smokers.
I find their smoking breaks have been increasing both in frequency and
the amount of time they are on these breaks. They leave for a smoke break all at
the same time which is causing me coverage issues within the department.
Additionally, these smoking breaks are becoming bitch and gossip sessions.
I have told them several times that if they have issues, they need to come discuss them with me as I am in a position to make changes (instead of complaining to each other in an open public smoking area). Finally, I had enough one day when they were on one of these breaks for 40 minutes and I asked them to start taking their breaks separately from now on. They all exploded with anger at me saying I was over-controlling non-work related areas.
I think I have made the mistake in the past of giving these folks too much empowerment as I found their response disrespectful to me as their manager. Or maybe because I am a non-smoker, I do not realize how much smokers like to be together while blackening their lungs. Any suggestions on how I can compromise (let them smoke together but cut down on the time away from their work and how I can stop the negativity these breaks are breeding)?
Signed,
Smoked Out
Dear
Smoked Out:
It is not unreasonable to schedule breaks, and who is on those breaks, so that your workload is covered. Arranging for pals, even pals bonded with smoke, to take breaks together shows special consideration and apparently is a pattern that has been permitted.
The order to change that and to separate them, since the problem of extended breaks was not discussed respectfully with them, caused the explosion. Now the heat needs to be replaced by light. Have you considered frequent and regular work group meetings to collectively answer the vital two pronged question: How well are we working together and how might are we work together to better serve our internal and external customers? Such regular skull sessions are before and after game practices of almost all coaches.
You should not have to monitor breaks. That is a childish practice of the past, one that was lauded by Taylor a hundred years ago. Your job should be one of helping your work group to have what is needed to do high quality, high performance work.
A work group, best conceptualized as a team, should be able to self-manage its own breaks and the quantity and quality of its output. Does management above you see this semi-autonomous team self-management as possible and viable for your operation? Check this out with your bosses. If they do, it is a step you can initiate toward what real empowerment and accountability mean.
Let know if the heat is replaced by light.
--Bill Gorden
The Workplace Doctors